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Manufacturing

Most manufacturing companies we talk to describe problems with their current systems in terms of either production, customers or inventory:

Frequent Physical Inventories.  To cover up mistakes in production, receiving, or shipping, manufacturers are sometimes forced to perform physical inventories either quarterly or monthly.  This takes valuable time away from operations and adds to administrative costs.  These physicals are necessary only because frequent mistakes occur in other areas or the procedures and controls required for accurate inventory are not in place.

No Production Order Status.  Manufacturers often tell us that their legacy software fails to provide production order status as work in process moves through the shop floor.  This deprives the company of valuable information including:

The effects of this can include diminished customer confidence, erosion of goodwill and higher product costs.

Obsolete Inventory.  On a recent warehouse tour, a CFO pointed out boxes stacked up three-high of Christmas product that could not be used for nearly a year.  This situation was caused by an imbalance of supply and demand.  Another manufacturer talked about the company President being over-involved in purchasing and trying too hard to take advantage of supplier discounts.  Obsolete inventory and slow inventory cause

Customer Order Specifications on a Spreadsheet.  Some of the manufacturers we help make large or specially configured products for their customers.  Often they have a legacy process of customer order quoting that relies on spreadsheets to calculate order costs and component parts from customer specifications.  Putting orders and quotes on a spreadsheet makes sharing and storing these estimates difficult and it fails to leverage the strong features that integrated enterprise software would offer (such as menu access, data browsing, automatic emailing, and robust reporting).